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Strategic Planning for Information Technology in Higher Education


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Title: Strategic Planning for Information Technology in Higher Education

Strategic Planning for Information Technology in
Higher Education
  • Michael A. McRobbie, PhD
  • Vice President for Information Technology and CIO
  • Professor of Computer Science Professor of
  • http//
  • Laurie G. Antolovic
  • Chief Financial Officer
  • Office of the Vice President for Information
    Technology and CIO

Strategic Importance of IT
  • Fundamental to the teaching, learning and
    research missions of modern universities
  • Transforming the way universities do business
  • Major changes in research, creative activity, and
    scholarly communication
  • Promises to radically alter the entire teaching
    and learning process
  • Essential tool for all faculty, students, staff
    to organize ideas, seek information, communicate
  • A major tool of institutional competitiveness

Leveraging IT
  • IT investments in large US research universities
    can approach 10 of the budget fully costed
    around half being administered centrally
  • No longer any need to convince universities of
    the importance of IT
  • Challenge is instead to most effectively leverage
    a universitys total IT investment
  • For maximum return on investment
  • For competitive advantage
  • In support of a universitys research mission

The Emergence of Standards
  • Leveraging a universitys total IT investment
    runs counter to years of distributed IT
    investments supported by a culture of devalued
  • A principal cause of this was historically a lack
    of standards
  • Standards, or a least a small number of
    compatible alternatives, have emerged across the
  • This makes possible realistic and credible
    strategic planning for IT in universities that
    leverage their IT investment
  • Normally overseen by the CIO who is now a key
    member of a the senior management team of
    amodern university

Presentation Overview
  • Describes IUs standards-
    based IT Strategic Plan
  • This Plan has lead to savings
    or new funding approaching
    200M over 3 years
  • It has been widely praised and
  • It is generic and can serve as a model for other
    research universities
  • http//

About Indiana University
  • Seven campuses State-wide (two largest and
    research intensive campuses in Bloomington and
  • 1.9B budget (99-00) with 27 from the State of
  • 9,844 appointed staff
  • 4,276 faculty
  • 97,150 students
  • 42,000 course sections
  • 1,000,000 credit hour enrollment
  • 1B endowment

Indiana University Campuses
Goal for IT at Indiana University
  • "To be a leader in absolute terms in information
  • - IU President Myles Brand, 1996

Preparing for the Goal
  • Consolidated responsibility for IT at IU in one
  • Office of the Vice President for Information
    Technology and Chief Information Officer
  • Commenced 1997 - additions since
  • Provides leverage and critical mass
  • Standard model in industry due to standards,
    convergence, and cost control needs
  • Formed one University IT organization
  • University Information Technology Services - 1997
  • Technology services offered University wide
  • 1200 IT staff
  • Approximately 70M annual base budget

Preparing for the Goal
  • IT organization (cont.)
  • Four primary funding sources Central University
    funds, Bloomington campus, Indianapolis campus,
    Regional campuses
  • Additional direct State funding for IT 21M
  • State funding for high-speed networking 7M
  • External/grant funding of over 10M annually
  • Total budget of over 100M annually

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IT Strategic Plan
  • Indiana University Information Technology
    Strategic Plan Architecture for the 21st Century
  • Most comprehensive IT plan ever at IU
  • University-wide in scope
  • Comprehensive six-year blueprint 1998-2004
  • 10 major recommendations, 68 detailed actions
  • Commenced implementation in FY98-99

IT's Priority Among Other University Goals
  • IT strategy must fit institutional strategy
  • IU operates under a University-wide strategic
  • Strategic Directions Charter 1994-1999
  • 30 recommendations, 3 broad themes communities
    of learning, excellence, accountability best
  • Incentive funding 25M seed fund
  • Institutional vision for Indiana University
  • American public research university
  • Leadership in creative use and application of IT

Developing the IT Plan
  • Five-month timeline Jan-May, 1998
  • University Information Technology Committee
  • Taskforces TLIT, RAC, UIS, Telecom
  • Campus Computing Directors
  • IUB and IUPUI Campus IT Councils
  • Broad input (e-mail, Web) from faculty, staff,
    students across all eight campuses

IT Plan Communication
  • Consultation within the University after
    presentation to the President
  • More than 150 briefings (Faculty councils,
    Advisory committees, Campus chancellors, etc.)
  • Comments and input requested
  • Advice as to priorities particularly sought
  • Recommendations and priorities of IT Plan were
  • Promote awareness of the IT Plan
  • Identify areas of collaboration or partnership
  • Encourage local IT planning

IT Plan Major Recommendations
  • 1. Sound Fiscal Planning
  • 2. Access to Network Resources
  • 3. Faculty Staff Engagement
  • 4. Teaching Learning
  • 5. Research
  • 6. University Information Systems
  • 7. Telecommunications Convergence
  • 8. Student Computing
  • 9. Digital Libraries
  • 10. Security

Recommendation 1
  • The University should build a solid foundation of
    IT infrastructure that will help and enable IU to
    achieve a position of leadership, and to assure
    that sound fiscal planning permits the
    maintenance of this infrastructure at
    state-of-the-art levels.

Key Initiatives
  • Implemented a base funding model for life cycle
    replacement of IT resources on all campuses
  • One time funds allocated to modernize existing
    desktop computers, increasing base funds equally
    from Schools and OVPIT over 5 years to reach full
    life cycle funding
  • Over 110 Schools and service units
  • 15,000 machines
  • 20M full replacement value
  • 6M annual life cycle cost
  • 10,000 machines modernized at cost of 11M
  • More details available at Poster

Key Initiatives
  • Providing all members of the University with
    access to a modern IT environment with commonly
    used software
  • Continuing to increase enterprise-wide software
    license agreements
  • Microsoft ELA extremely successful
  • 240,000 copies
  • 44M value
  • Agreement extends through mid-2003
  • Other licensing agreements include among others
    Corel, Oracle, SPSS, Symantec
  • http//

Key Initiatives
  • Expanded the award-winning Knowledge Base System
  • Recruitment and retention of key IT leadership
    and technical staff
  • Ongoing efforts to make compensation competitive
    nearly 1M in base salary increases for IT staff
  • Increased focus on training and development for
    IT staff
  • Planning well under way for two new buildings to
    house IT at IU
  • Communications Technology Complex on the
    Indianapolis Campus
  • Computation Information Building on
    theBloomington Campus

Recommendation 2
  • The University should provide students, faculty
    and staff with reliable access to computing and
    network services, on the campuses and off.

Key Initiatives
  • Increased modem capacity to solve congestion
    problems more than 2,600 modems on the two main
  • Issued a major RFI for comprehensive levels of
    remote access technology and possible outsourcing
  • Continuing to upgrade campuses networks
  • Switched 10Mbps now University-wide standard for
    desktop connectivity and aggregating onto 100Mbps
    network segments joined to a Gigabit Ethernet
  • 250 buildings connected
  • 55,000 ports

Recommendation 3
  • Appropriate incentives and support should be
    established so that faculty and staff are
    encouraged in the creative use and application of
    information technology for teaching, research,
    and service.

Key Initiatives
  • Awarded 1M by the Ameritech Foundation to
    establish the Ameritech Fellows Program
  • Grants to some 60 faculty over 5 years
  • Encourages best practices in the use of IT in
  • Technology Classes and Training
  • Enterprise License Agreement for 600 NetG CBT
  • STEPS and PROSTEPS 1,600 computer
    education classes given to
    27,000 participants yearly
  • Certification Classes
  • A High Performance Network Applications Program
    provides funding to assist faculty in developing
    innovative applications in research and teaching
    that require high performance local, regional, or
    nationalresearch networks

Recommendation 4
  • Indiana University should assume a position of
    worldwide leadership in the use of information
    technology to facilitate and enhance teaching and

Key Initiatives
  • Classroom technologies
  • Implementing five-year plan for upgrading and
    providing new technology for all 600 general
    inventory classrooms on all campuses across the
  • Student Technology Center upgrades and
    enhancements on all computers 4,000 computers
  • Supporting classroom instruction
  • Oncourse as a production service on all campuses
  • Establishing or significantly expanding the
    Teaching and Learning Centers on all campuses
  • Faculty development seminars
  • Local Support Model for faculty using technology
    in the classroom
  • Distributed Education - Releasing a draft
    Distributed Education Strategic Plan for IU

Recommendation 5
  • In support of research, UITS should provide broad
    support for basic collaboration technologies and
    begin implementing more advanced technologies.
    UITS should provide advanced data storage and
    management services to researchers. IU should
    continue its commitment to high performance
    computing and computation, so as to contribute to
    and benefit from initiatives to develop a
    national computational grid.

Key Initiatives
  • Supercomputers
  • 184-processor IBM RS/6000 SP
  • 124GB of memory
  • All Power3 processors
  • Peak performance of 275GFLOPS
  • Going to 1TFLOPS within 9 months
  • 64-processor Sun Enterprise10000
  • 64-processor cluster of Compaq PCs

Key Initiatives
  • SP-2 Utilization
  • For April utilized over 70 with 72 of programs
    run parallellized
  • Main application areas and CPU Hours
  • Chemistry 53,889
  • Biology 38,348
  • Physics 20,455
  • Quantum Chemistry 7,987
  • Mathematics 4,270
  • Computer Science 3,610
  • Psychology 1,483
  • Business 881
  • Liberal Arts 238
  • Engineering 100

Key Initiatives
  • Massive Data Storage
  • Dedicated 11-node IBM RS/6000 SP
  • IBM 3494 robotic tape device with approx. 32TB
    storage capacity
  • StorageTek donated 9310 robotic tape device with
    120TB storage capacity
  • High Performance Storage System (HPSS) software
    for data management
  • First research site to deploy a capability that
    links HPSS with Distributed File System (DFS)
  • Has enabled complete automation of all IUs
    enterprise data and provides support for
    data-intensiveresearch computing

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Key Initiatives
  • Research Computing Support
  • High Performance Computing Support Team
  • Computational Research Support Group
  • Center for Statistical and Mathematical Computing
  • Unix Workstation Support Group

Recommendation 6
  • University-wide prioritization, coordination,
    oversight and planning are required in the
    implementation of institutional information
    systems. In order for these systems to work
    together in a seamless manner and accommodate an
    ever-increasing number of users, UIS should
    implement common interfaces and a common
    information delivery environment that facilitate
    their integrated use. A new Student Information
    System should be a top priority.

Legacy Information Systems
  • Legacy information systems are being replaced as
  • Provide poor service to customers faculty,
    students, and staff
  • Sustain continuation of expensive, stove-piped
    business practices in administrative
  • In some cases, nearly 30 years old brittle,
    breaking, and increasingly difficult and
    expensive to maintain
  • Run on expensive mainframe technology
  • Are not integrated and have no single entry point
    (common front end)
  • Are not fully Web-based
  • Use Social Security Number (SSN) identifiers

New Information Systems
  • New Information Systems will
  • Provide vastly improved services to customers
  • Allow significant transformation of business
    practices and administration organization
    (Administrative Review Task Force)
  • Be highly integrated at all levels with a single
    entry point (OneStart Web portal)
  • Be based on state-of-the-art software and tools
  • Run on commodity server technology and be less
    expensive to maintain
  • Not use SSNs as identifiers
  • Provide automated federal updates financial aid
    and taxes
  • At 70M, largest software engineering project in
    IUs history

New or Enhanced Web-based Information Systems
  • Teaching and Learning (Oncourse) Course
  • Research (ERA) Proposals tracking
  • Student Information System (SIS) Admissions,
    Financial Aid, Registration and Records, Student
  • Human Resources (HRMS) Records, Benefits,
  • Library (SIRSI) Circulation, Serials,
    Acquisitions, Public Catalog (OPAC), Catalog
    (IUCAT), and Reserves.
  • Financial (FIS) General Ledger, Budget,
    Accounts, Capital Assets, Contracts Grants
  • Purchasing (TOPS II)
  • Facilities Management (FIMS)
  • Information Environment (IUIE)

Technical Architecture
  • Browser access to all information systems through
    OneStart portal
  • Oracle database
  • IBM SP Unix hardware/OS for large database and
    Web servers
  • Microsoft NT for thin client/other applications
  • IBM Websphere Apache Web server software
  • Compuware development, testing and system
    administration tools
  • IBM Mass Store Virtual Tape System
  • Amdahl mainframe will be retired

Recommendation 7
  • The University should accelerate planning for a
    converged telecommunications infrastructure.
    Specific attention must be given to improving the
    state of the inter-campus networks, planning for
    and deployment of adequate commodity Internet
    connectivity, a university-wide base level of
    telecommunications connectivity, advanced
    networking infrastructure and applications,
    wireless networks and support for multimedia and
    streaming media.

Key Initiatives
  • Statewide IUNet running DS3-level service, dark
    fiber between main campuses
  • Establishing a State-wide Optical Fiber network
    and a State GigaPoP
  • Implemented Internet2 Abilene network now
    connecting more than 180 institutions
  • NOC to Abilene
  • NOC to International Networks
  • TransPAC (US-Asia), funded with 10M NSF grant
    and an additional 40M from the Japanese
  • MirNET (US-Russia)
  • Eurolink (US-Europe)
  • Ampath (US-South America), and
  • to the STAR TAP

Key Initiatives
  • Negotiated a 3-year contract for long distance
    and international telephone services with
  • Deployed IP-based H.323-standard desktop
    video-conferencing in test-bed desktop and
    room-system applications

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Recommendation 8
  • IU must provide the information technology tools,
    infrastructure and support services so that
    students may effectively engage in learning and
    research, appropriate to their various academic
    disciplines and areas of study. IT support for
    students should include technology support
    centers and a computing environment that is
    seamless across boundaries of campus, home,
    residence hall, and community.

Key Initiatives
  • Responsible for IT support in the Halls of
    Residence, modernizing the labs (295 seats) and
    network infrastructure (15,000 ports)
  • Improving student technology support through the
    expansion of call-center hours and development of
    specialty support/consulting centers
  • Published an online Computer Guide
  • Leveraging the Institutions purchases of desktop
    computers by working with vendors to make
    workstations available for purchase by IU
    students, faculty, and staff

Recommendation 9
  • The University should build upon and expand its
    digital library program, and develop the digital
    library infrastructure that is needed to support
    research, teaching and learning.

Key Initiatives
  • Major 3M NSF DLI2 award to establish a Digital
    Music Library (IU is lead institution, with
    collaborators from US, UK, and Japan)
  • Life cycle funding established for major digital
    library collections of music, electronic texts,
    and digital images
  • Major digital collections development in arts,
    humanities and sciences Hoagy Carmichael (music,
    texts, multimedia), US Steel (historic photograph
    archive), Digital Library of the Commons (e-print
    archive for political science, economics and
    environmental science)

Recommendation 10
  • The University, with leadership from OVPIT, must
    continue to develop policies and implement
    procedures that protect the security of IU's
    information technology resources and
    institutional data, safeguard personal privacy,
    and respect intellectual property rights, while
    at the same time promoting two traditional
    university values associated with academic
    freedom access to information and freedom of

Michael McRobbie VP/CIO
University Information Technology Policy Office
Mark Bruhn Policy Officer Contracts Agreements
Linda McNabb (Admin Asst)
Tom Davis Security Officer
Alix Sebesta Incident Response Coordinator
Stacie Wiegand Data Administrator Info Mgt Officer
Marge Abels Disaster Recovery Program Manager
Laura Klein Andrew Korty Ben Boruff Marge
Abels Frank Nevers Sean Krulewitch
Technical Investigators
Recovery Planning Team
Barbara Hanes IUPUI Accts Coord
Chris Conklin IUB Accts Coord
Global Directory Services
Information Technology Security Office
Jason Abels Summer Ulrich
Allan Strieb Sasha Haywood Terry Crowe
(UIS) Milan Tasic (UIS)
Tammy Grubb Rose Ann Hasty Melissa Silvers
Key Initiatives
  • Information Technology Policy/Security Offices
  • Developed Security Policy, outlining department/
    technician responsibilities
  • Established full-time Incident Response
    Coordinator position
  • Publish periodic articles on security issues to
    IU technicians and technology users
  • Provide suite of computer vulnerabilities
    assessment tools
  • Provide security advisory subscription service
  • Developed and purchased computer security
    documents for download and use by all IU
  • Planning for enhancing security for Internet2

Key Initiatives
  • Information Technology Policy/Security Offices
  • Provide security consulting to UITS and
    departmental technicians and projects
  • Established lab environment for intrusion
    detection and firewalls
  • Mandatory vulnerabilities scans for all
    organizational systems
  • Established Global Directory Services project
  • Establishing an enterprise technology user
  • Enhancing centralized user authentication
    services, working toward single sign-on for
    institutional and participating departmental
  • Establishing centralized technology
    accessauthorization service

Realizing the Goal
  • Implementing the IT Strategic Plan

Implementation Strategy
  • Detailed implementation and financial plan for
    each of the 68 actions
  • Defined implementation owner for each action
  • Engagement at the highest levels (Vice President
    and Associate Vice Presidents)
  • Accountability
  • Regular status and financial reports
  • IT Plan basis for OVPIT Annual Reports
  • New services to be incorporated into UITS Annual
    Report on Cost and Quality of Services
  • Vendor partnerships

Steps in Building the Financial Plan
  • 1. Determine existing expenditures
  • 2. Estimate the cost of IT Plan
  • 3. Determine desired funding model
  • 4. Identify all potential funding sources
  • 5. Establish priorities
  • 6. Secure funding
  • 7. Commence implementation and assess,
    communicate, and review

1. Determine Existing Expenditures
  • Activity-Based Costing as a central IT discipline
    since 1995 costs are well understood
  • Costs and quality of services are managed
    benchmarking and user satisfaction surveys
  • Regional campus IT budgets are under the control
    of various campus IT organizations

2. Estimate the Cost of IT Plan
  • Based on stated goals and deliverables
  • Life cycle funding an overarching principle
  • One-time initial outlays for start-up, seed or
    incentives differentiated from ongoing base
  • Categorized into staffing, training, capital
    (hardware and software, etc.) and operating costs
  • Set reasonable time horizon for accomplishing
    major objectives
  • Identify existing funding sources
  • Determine incremental cost of IT plan in terms of
    one-time and on-going base expenditures
  • Project annual cash layout requirements

3. Determine Desired Funding Model
  • Baseline central funding
  • Baseline distributed funding
  • Hybrid baseline central and distributed
  • Fee for service (charge-back)
  • Hybrid baseline and fee for service
  • Other (e.g. grants, external partnerships)

4. Identify Funding Sources
  • Internal reallocations
  • Current budget commitments
  • Current level of ad hoc spending
  • Public/governmental support
  • Student fee income
  • Fee for service (charge-back)
  • Endowments, gifts, grants
  • Partnerships Corporations, institutions and

5. Establish Priorities
  • Broad University community input into setting
  • IT investments balanced for service areas,
    campuses, etc.
  • IT Plan actions prioritized into first and second
  • Prioritization communicated back to University

6. Funding the IT Plan
  • Total cost over 5.5 years 207M
  • Identified funding 86M
  • Additional funding required 121M
  • On-going base required after full implementation
    period 16M

IT Investments by Area
7. Commence Implementation and Assess,
Communicate, and Review
  • Detailed plans and budgets approved by President
    and Trustees (Dec, 1998)
  • Funds released
  • Implementation commenced
  • Assess (Cost, Quality, Impact)
  • Briefings, Annual Reports
  • Reviews, Mid-point Assessment

  • The strong working relationship and close
    lines of communication between the offices of the
    VPIT/CIO and VP/CFO helped enable IU's
    achievements in information technology. VP/CFO
    Judith G. Palmer worked closely with the State
    Budget Commission in helping to secure funding
    for the IU IT Strategic Plan.

Strategic Planning for Information Technology in
Higher Education
  • Michael A. McRobbie, PhD
  • Vice President for Information Technology and CIO
  • Professor of Computer Science Professor of
  • http//
  • Laurie G. Antolovic
  • Chief Financial Officer
  • Office of the Vice President for Information
    Technology and CIO